Federal Human Capital Survey 2006

Federal Human Capital Survey Results from the 2006 Federal Human Capital Survey Agency for International Development United States Office of Personnel Management Table of Contents About This Management Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 The 2006 Federal Human Capital Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Your Agency Results at a Glance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Snapshot of Your Survey Respondent and Agency Population Characteristics . . . . . . . . . . . . . . . .7 Top 10 and Bottom 10 Items for Your Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Increases and Decreases for Your Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Agency Items Above and Below the 2006 Governmentwide Average . . . . . . . . . . . . . . . . . . . . . .11 Human Capital Assessment and Accountability Framework (HCAAF) Indices . . . . . . . . . . . . . .12 Performance Appraisal Assessment Tool (PAAT) Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Private Sector Comparisons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Decision Aid: Moving from Results to Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Appendices: Appendix A: Item Results and Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Appendix B: Trend Analysis: 2002 vs. 2004 vs. 2006 Results . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Appendix C: 2006 Federal Human Capital Survey: Survey Methodology. . . . . . . . . . . . . . . . . . .32 About This Management Report The success of each agency depends on the talent and motivation of the Federal workforce. Recruiting and retaining the very best and brightest individuals depend, in large part, on the quality of the work environment. In support of the President’s Management Agenda, the Office of Personnel Management (OPM) gathers data to assess the state of human capital management across the Federal Government and provides agency managers information they can use to improve agency management practices and the work environment for Federal employees. This is the third time OPM has conducted the Federal Human Capital Survey (FHCS). The FHCS was first conducted in 2002, and then again in 2004 and 2006. There were many changes in agency results between the 2002 and 2004 surveys, and agencies have made many more human capital improvements since 2004. The findings from the 2006 survey offer a snapshot of Federal employees’ perceptions of workforce management in their agencies today. By looking at trends across the 2002, 2004, and 2006 surveys, agency leaders also will see how far they have come and what remains to be done. To guide agencies in addressing human capital management issues, OPM created the Human Capital Assessment and Accountability Framework (HCAAF), which provides standards of success for agencies to measure their progress and achievements in managing their workforces. Each quarter, agencies are evaluated on their progress in meeting the HCAAF standards. The FHCS provides one source of information for evaluating success in three essential systems included in the HCAAF: Leadership and Knowledge Management, Results-Oriented Performance Culture, and Talent Management. OPM developed metrics for each of these systems, including four indices based on items in the FHCS. For more information on these metrics, refer to OPM’s Website at: http://www.opm.gov/hcaaf_resource_center/ assets/hcaaf_ssm.pdf All of the items in the HCAAF indices also appear on the Annual Employee Survey, which is required under section 1128 of the National Defense Authorization Act for Fiscal Year 2004 (Public Law 108-136, November 24, 2003). OPM issued regulations prescribing 45 survey questions all agencies must assess and report annually starting calendar year 2007. The items are in the Federal Register: August 24, 2006 (Volume 71, Number 164). OPM included 44 of the 45 items on the 2006 FHCS. See Appendix A for a listing of these items – displayed in bold face type. U.S. Office of Personnel Management | 3 This Report: ( Presents multiple perspectives on your agency’s results. The various views give a broad but interconnected picture of your results, and include: • Results for the top 10 and bottom 10 survey items for your agency; • Results for survey items that increased or decreased by 5 or more percentage points since 2004; • Results for items where your agency leads and items where your agency trails the Federal Government average by 5 or more percentage points; • Results for the four HCAAF Indices (Leadership and Knowledge Management Index, Results-Oriented Performance Culture Index, Talent Management Index, and Job Satisfaction Index); • Results for items used in the Performance Appraisal Assessment Tool (PAAT); • Comparisons with private sector results; • A Decision Aid: a one table summary of all survey items, which illustrates items consistently identified as your agency’s strengths or challenges across the various perspectives; • Appendices that show results for all items, benchmarked against agency high, median, and low results; a trend analysis of 2002, 2004, and 2006 results; and a description of the survey methodology. ( Provides you with next steps and guidelines on “Action Planning.” This section describes how to target appropriate actions for short-term and long-term improvement. Working with this information and other HCAAF measures, your agency can make a thorough assessment of its own progress in strategic human capital management and develop a plan of action for further improvement. Refer to the https://fhcs2006.opm.gov Website or contact your OPM Human Capital Officer for additional agency results and ideas for moving from results to action. 4 | Results from the 2006 Federal Human Capital Survey The 2006 Federal Human Capital Survey More than 436,000 employees were selected to participate in this survey. When were Federal employees surveyed? OPM conducted the FHCS during the summer of 2006. The survey was administered electronically. Paper versions were provided to employees without Internet access. Employees provided perceptions about their own jobs as well as their work units and agencies. There are 71 items in common between the 2006 and 2004 surveys and 59 items in common between the 2006 and 2002 surveys. The following two items were added to the 2006 survey: 7. I have trust and confidence in my supervisor. 27. Pay raises depend on how well employees perform their jobs. Which Federal employees participated in the survey? The survey sample included more than 436,000 employees from 29 major Federal agencies, as well as selected small and independent agencies. The sample was designed to be representative of the full-time, permanent Federal workforce. The Governmentwide response rate was 57 percent. What do the survey results represent? The survey results represent a snapshot in time of the perceptions of the Federal workforce. Statisticians weighted returned survey data to adjust for differences between the makeup of the survey respondents and the population of Federal employees surveyed. The Governmentwide results have a plus or minus 1 percent margin of error. What did the survey measure? The 84-item survey included 11 demographic questions and 73 items that measured Federal employees’ perceptions about how effectively agencies manage their workforces. Survey questions addressed three HCAAF systems— Leadership and Knowledge Management, Results-Oriented Performance Culture, and Talent Management. Respondents also rated their personal work experiences, their learning (or knowledge management) environment, their job satisfaction, and their satisfaction with benefits. U.S. Office of Personnel Management | 5 Your Agency Results at a Glance How far we’ve come in creating better working environments for our employees, and what remains to be done . . . The next sections of this report open with highlights of your agency’s 2006 FHCS results and a comparison of your agency’s survey respondents and population on selected demographics. The following sections include more detailed 2006 results for your agency as well as comparisons between your 2006 results and (1) your 2004 results, (2) 2006 Governmentwide averages, and (3) relevant private sector results on personal experiences and job satisfaction. Your Agency Findings at a Glance • Field Period: July 6th – August 31st • Sample Size: 1,392 • Your agency results have a margin of error of +/- 3% • Response Rate: 52% • 726 employees responded in your agency • 29 items had positive ratings of 65 percent or more (strengths) • 5 items had negative ratings of 35 percent or more (weaknesses) • 10 items increased by 5 percentage points or more since 2004 • 6 items decreased by 5 percentage points or more since 2004 • 25 items were 5 percentage points or more above the Governmentwide average • 8 items were 5 percentage points or more below the Governmentwide average • Your agency HCAAF Indices rankings out of 36 agencies are: 21th on Leadership & Knowledge Management 9th on Results-Oriented Performance Culture 23th on Talent Management 9th on Job Satisfaction Rules of Thumb Many comparisons are made throughout this report. Although significance tests could be run on each comparison, it is impractical to do so, and for large agencies or the Federal Government, even very small differences will be significant. Therefore, when reviewing and interpreting results, it is often useful to apply rules of thumb to determine the “notable” or “meaningful” results. These rules of thumb apply both to looking at your own results, as well as when making comparisons. • Items that are 65 percent or more positive are strengths • Items that are 35 percent or more negative are weaknesses • A difference of 5 percentage points or more is notable (e.g., increased by 5 percentage points from 2004 to 2006, difference of 5 percentage points or more between agency rating and Governmentwide average or between agency and private sector ratings) • Neutral responses that are 30 percent or more may indicate opportunities for more communication Reminder: The 2006 FHCS included 73 items plus 11 demographic items; 71 were common between the 2004 and 2006 surveys. 6 | Results from the 2006 Federal Human Capital Survey Snapshot of Your Survey Respondent and Agency Population Characteristics Figure 1. Survey Respondent and Agency Population Characteristics Survey Respondent Characteristics Gender Supervisory Status 6% Length of Service with Government 1% 6% 7% 13% 46% 54% 34% 43% 43% 30% 17% Agency Population Characteristics Gender Supervisory Status 5% 19% 44% 56% 2% 73% 26% 49% Length of Service with Government 1% 6% 8% 10% Male Female Non-Supervisor Team Leader Supervisor/Manager Executive Less than 1 year 1 to 3 years 4 to 5 years 6 to 10 years 11 to 20 years More than 20 years Note: Agency population numbers are based on data in OPM’s Central Personnel Data File. All numbers in this figure are based on the unweighted count of responses. U.S. Office of Personnel Management | 7 Top 10 and Bottom 10 Items for Your Agency The next two tables display your agency’s 10 highest and lowest positive ratings. The tables also include 2006 Governmentwide ratings for comparison. Table 1a. Top 10 Positive Response Items for Your Agency Governmentwide 2006 AID 2006 Highest Items 53. Employees use information technology (for example, intranet, shared networks) to perform work. 20. The work I do is important. 68. How satisfied are you with paid vacation time? 1. The people I work with cooperate to get the job done. 19. I know how my work relates to the agency’s goals and priorities. 10. How would you rate the overall quality of work done by your work group? 69. How satisfied are you with paid leave for illness (for example, personal), including family care situations (for example, childbirth/adoption or elder care)? *6. I like the kind of work I do. 49. Employees have electronic access to learning and training programs readily available at their desk. 12. My supervisor supports my need to balance work and family issues. 0 20 40 60 86% 92% 90% 89% 88% 87% 83% 87% 83% 85% 83% 85% 86% 83% 83% 83% 75% 82% 78% 82% 80 100 Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). 8 | Results from the 2006 Federal Human Capital Survey Table 1b. Bottom 10 Positive Response Items for Your Agency Governmentwide 2006 AID 2006 Lowest Items 70. How satisfied are you with child care subsidies? 71. How satisfied are you with work/life programs (for example, health and wellness, employee assistance, elder care, and support groups)? 27. Pay raises depend on how well employees perform their jobs. 72. How satisfied are you with telework/telecommuting? 37. In my organization, leaders generate high levels of motivation and commitment in the workforce. 23. In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. 67. How satisfied are you with the flexible spending account (FSA) program? 66. How satisfied are you with long term care insurance? 29. In my work unit, differences in performance are recognized in a meaningful way. *57. How satisfied are you with the policies and practices of your senior leaders? 0 20 8% 8% 28% 23% 22% 26% 22% 30% 38% 32% 29% 32% 32% 36% 30% 37% 30% 37% 41% 38% 40 60 80 100 Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). U.S. Office of Personnel Management | 9 Increases and Decreases for Your Agency The next table shows the survey items that had the greatest changes in percent positive rating for your agency since the 2004 FHCS. Positive ratings are the sum of two positive categories (e.g., Strongly Agree/ Agree or Very Satisfied/Satisfied). These tables display up to 10 items with positive ratings that increased or decreased at least 5 percentage points from 2004 to 2006. If your agency had more than 10 items that changed by 5 percentage points or more, only the 10 items with the greatest changes are shown. It is possible your agency had fewer than 10 items that changed 5 percentage points or more since 2004. Table 2. Increases and Decreases in Positive Responses Increased the Most 22. Promotions in my work unit are based on merit. 49. Employees have electronic access to learning and training programs readily available at their desk. 21. Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 67. How satisfied are you with the flexible spending account (FSA) program? 50. My training needs are assessed. 30. My performance appraisal is a fair reflection of my performance. 31. Discussions with my supervisor/team leader about my performance are worthwhile. 64. How satisfied are you with health insurance benefits? 4. I feel encouraged to come up with new and better ways of doing things. 73. How satisfied are you with alternative work schedules? Percent Positive 2004 2006 Difference 35 72 54 28 34 71 58 66 64 56 45 82 62 36 41 77 64 72 69 61 +10 +10 +8 +8 +7 +6 +6 +6 +5 +5 Decreased the Most 40. Managers review and evaluate the organization’s progress toward meeting its goals and objectives. 39. Managers communicate the goals and priorities of the organization. 71. How satisfied are you with work/life programs (for example, health and wellness, employee assistance, elder care, and support groups)? 16. I have sufficient resources (for example, people, materials, budget) to get my job done. 37. In my organization, leaders generate high levels of motivation and commitment in the workforce. *55. How satisfied are you with the information you receive from management on what’s going on in your organization? Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). 64 65 29 45 37 53 55 58 23 40 32 48 -9 -7 -6 -5 -5 -5 10 | Results from the 2006 Federal Human Capital Survey Agency Items Above and Below the 2006 Governmentwide Average This table displays up to 10 items with positive ratings that are at least 5 percentage points above or below the Governmentwide average. Again, your agency may have greater or fewer than 10 items that differ from the Governmentwide average by 5 percentage points or more, but only up to 10 items with the greatest differences are displayed. Table 3. Items Above and Below the 2006 Governmentwide Average on Percent Positive Leading the Government 64. How satisfied are you with health insurance benefits? 30. My performance appraisal is a fair reflection of my performance. 73. How satisfied are you with alternative work schedules? 13. Supervisors/team leaders in my work unit provide employees with Percent Positive Governmentwide AID Difference 58 64 49 60 34 54 60 44 40 61 72 77 61 71 45 64 69 53 49 70 +14 +13 +12 +11 +11 +10 +9 +9 +9 +9 the opportunities to demonstrate their leadership skills. 22. Promotions in my work unit are based on merit. 33. Supervisors/team leaders in my work unit are committed to a workforce representative of all segments of society. 4. I feel encouraged to come up with new and better ways of doing things. 14. My work unit is able to recruit people with the right skills. 28. Awards in my work unit depend on how well employees perform their jobs. 63. How satisfied are you with retirement benefits? Trailing the Government 50. My training needs are assessed. 11. The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals. 16. I have sufficient resources (for example, people, materials, budget) to get my job done. *17. My workload is reasonable. 37. In my organization, leaders generate high levels of motivation and commitment in the workforce. *59. How satisfied are you with the training you receive for your present job? 21. Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 71. How satisfied are you with work/life programs (for example, health and wellness, employee assistance, elder care, and support groups)? Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). 51 74 48 59 38 54 67 28 41 66 40 52 32 48 62 23 -10 -8 -8 -7 -6 -6 -5 -5 U.S. Office of Personnel Management | 11 Human Capital Assessment and Accountability Framework (HCAAF) Indices This graph shows your agency results compared with Governmentwide results for the four HCAAF Indices. There are a total of 39 items that make up the indices. The four indices are: Leadership and Knowledge Management Index, Results-Oriented Performance Culture Index, Talent Management Index, and Job Satisfaction Index. See Appendix A for the results of the individual items that make up the HCAAF Indices. Figure 2. Human Capital Assessment and Accountability Framework Indices — Positive Responses Percent Positive 100 80 60 40 20 0 57% 57% 52% 58% 59% 58% 66% 69% Leadership & Knowledge Management Results-Oriented Performance Culture Talent Management Job Satisfaction Governmentwide AID 2006 The Leadership & Knowledge Management Index indicates the extent employees hold their leadership in high regard, both overall and on specific facets of leadership. It is made up of items 7, 9, 17, 35, 36, 37, 39, 40, 41, 42, 55, and 57. The Results-Oriented Performance Culture Index indicates the extent employees believe their organizational culture promotes improvement in processes, products and services, and organizational outcomes. It is made up of items 1, 12, 19, 21, 22, 23, 24, 26, 27, 29, 30, 31, and 56. The Talent Management Index indicates the extent employees think the organization has the talent necessary to achieve organizational goals. It is made up of items 2, 11, 14, 18, 48, 50, and 59. The Job Satisfaction Index indicates the extent employees are satisfied with their jobs and various aspects thereof. It is made up of items 5, 6, 20, 54, 58, 60, and 61. 12 | Results from the 2006 Federal Human Capital Survey Performance Appraisal Assessment Tool (PAAT) Items As the initiative owner for the Strategic Management of Human Capital under the President’s Management Agenda, OPM is committed to providing products and technical assistance to help agencies design and operate appraisal programs that support results-focused, high performance cultures. The Performance Appraisal Assessment Tool (PAAT) can help agencies assess their appraisal programs. Agencies can apply this tool to identify the strengths and weaknesses of their programs and develop plans and strategies for making neccessary improvements. Fifteen items from the 2006 FHCS provide information on the status of your agency’s appraisal program. These items comprise 20 percent of your agency PAAT score. Table 4 compares your agency’s 2004 and 2006 results with Governmentwide results for the items in the PAAT. Table 4. Performance Appraisal Assessment Tool Items — Positive Responses Percent Positive 2004 2006 G’wide Alignment 19. I know how my work relates to the agency’s goals and priorities. 87 65 48 80 51 35 50 52 28 56 58 57 63 64 71 85 58 49 81 51 37 49 55 32 58 64 61 65 55 77 83 58 42 79 45 30 40 49 29 54 56 58 62 56 64 39. Managers communicate the goals and priorities of the organization. Results *24. Employees have a feeling of personal empowerment with respect to work processes. 32. I am held accountable for achieving results. Credible Measures 25. Employees are rewarded for providing high quality products and services to customers. Differentiate Levels of Performance 29. In my work unit, differences in performance are recognized in a meaningful way. Consequences Based on Performance 28. Awards in my work unit depend on how well employees perform their jobs. *56. How satisfied are you with the recognition you receive for doing a good job? 23. In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. Employee Involvement *54. How satisfied are you with your involvement in decisions that affect your work? Feedback Process 31. Discussions with my supervisor/team leader about my performance are worthwhile. 47. Supervisors/team leaders provide employees with constructive suggestions to improve their job performance. Training and Competency Development *2. I am given a real opportunity to improve my skills in my organization. Assessment and Guidance 40. Managers review and evaluate the organization’s progress toward meeting its goals and objectives. Purpose of Performance Management 30. My performance appraisal is a fair reflection of my performance. Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). U.S. Office of Personnel Management | 13 Private Sector Comparisons You can compare a subset of your agency’s 2006 FHCS results with similar assessments collected from employees performing a wide range of jobs in a set of large private sector companies, primarily in the U.S. Positive responses for your agency and the private sector are presented in the table below for 14 items appearing in the 2006 FHCS. Table 5. Private Sector Comparison — Positive Responses Personal Experiences 1. The people I work with cooperate to get the job done. *2. I am given a real opportunity to improve my skills in my organization. 3. I have enough information to do my job well. 4. I feel encouraged to come up with new and better ways of doing things. *5. My work gives me a feeling of personal accomplishment. *6. I like the kind of work I do. *9. Overall, how good a job do you feel is being done by your immediate supervisor/team leader? Percent Positive Private Sector AID Difference 82 60 74 67 73 76 74 87 65 72 69 76 83 72 +5 +5 -2 +2 +3 +7 -2 Job Satisfaction *54. How satisfied are you with your involvement in decisions that affect your work? *55. How satisfied are you with the information you receive from management on what’s going on in your organization? *56. How satisfied are you with the recognition you receive for doing a good job? *58. How satisfied are you with your opportunity to get a better job in your organization? *59. How satisfied are you with the training you receive for your present job? 60. Considering everything, how satisfied are you with your job? 62. Considering everything, how satisfied are you with your organization? Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). 54 60 52 40 61 71 63 58 48 55 41 48 69 55 +4 -12 +3 +1 -13 -2 -8 Note: Four items in this table had slightly different wording in the private sector surveys. 2. I am given a real opportunity to improve my skills in the company. 55. How satisfied are you with the information you receive from management on what’s going on in the company? 58. How satisfied are you with your opportunity to get a better job in this company? 62. Considering everything, how would you rate your overall satisfaction with the company at the present time? 14 | Results from the 2006 Federal Human Capital Survey Decision Aid: Moving from Results to Action The next set of tables provides key information, presented in item order, to help your agency decide where to focus its action planning efforts. According to the rules of thumb described earlier, results are displayed in green or red. For example, if your first item is 65 percent positive or higher, this result is displayed in green. If your “% Positive Comparisons to” the Governmentwide average is -7, this result is displayed in red because it meets the rule of thumb of being 5 or more percentage points below the Governmentwide average. In general, green means your agency performed well according to that view; red means your agency did not perform as well. Agencies should consider targeting items that show “red” results for action planning. Table 6. Decision Aid % Positive Comparisons to: G’wide 2004 Private Positive Negative Average Rating Sector 2006 AID % 1. The people I work with cooperate to get the job done. *2. I am given a real opportunity to improve my skills in my organization. 3. I have enough information to do my job well. 4. I feel encouraged to come up with new and better ways of doing things. *5. My work gives me a feeling of personal accomplishment. *6. I like the kind of work I do. 7. I have trust and confidence in my supervisor. 8. I recommend my organization as a good place to work. *9. Overall, how good a job do you feel is being done by your immediate supervisor/team leader? 10. How would you rate the overall quality of work done by your work group? 11. The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals. 12. My supervisor supports my need to balance work and family issues. 13. Supervisors/team leaders in my work unit provide employees with the opportunities to demonstrate their leadership skills. 14. My work unit is able to recruit people with the right skills. 15. The skill level in my work unit has improved in the past year. Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). 87 65 72 69 76 83 69 61 72 85 66 82 71 53 52 7 19 12 17 12 7 16 18 12 3 15 7 12 24 18 +4 +3 0 +9 +3 0 +5 -3 +6 +2 -8 +4 +11 +9 +1 +1 +2 -3 +5 +2 +1 — +1 +4 +1 +1 +2 +4 0 -2 +5 +5 -2 +2 +3 +7 — — -2 — — — — — — U.S. Office of Personnel Management | 15 Table 6. Decision Aid (continued) % Positive Comparisons to: 2004 Private G’wide Positive Negative Average Rating Sector 2006 AID % 16. I have sufficient resources (for example, people, materials, budget) to get my job done. *17. My workload is reasonable. *18. My talents are used well in the workplace. 19. I know how my work relates to the agency’s goals and priorities. 20. The work I do is important. 21. Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 22. Promotions in my work unit are based on merit. 23. In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. *24. Employees have a feeling of personal empowerment with respect to work processes. 25. Employees are rewarded for providing high quality products and services to customers. 26. Creativity and innovation are rewarded. 27. Pay raises depend on how well employees perform their jobs. 28. Awards in my work unit depend on how well employees perform their jobs. 29. In my work unit, differences in performance are recognized in a meaningful way. 30. My performance appraisal is a fair reflection of my performance. 31. Discussions with my supervisor/team leader about my performance are worthwhile. 32. I am held accountable for achieving results. 33. Supervisors/team leaders in my work unit are committed to a workforce representative of all segments of society. 34. Policies and programs promote diversity in the workplace (for example, recruiting minorities and women, training in awareness of diversity issues, mentoring). 35. Managers/supervisors/team leaders work well with employees of different backgrounds. *36. I have a high level of respect for my organization’s senior leaders. Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). 40 52 63 85 89 62 45 32 49 51 46 26 49 37 77 64 81 64 58 72 45 41 32 21 5 4 24 28 38 22 23 24 40 22 29 10 17 6 11 14 12 28 -8 -7 +2 +2 -1 -5 +11 +3 +7 +6 +7 +4 +9 +7 +13 +8 +2 +10 +1 +8 -4 -5 0 0 -2 +2 +8 +10 +4 +1 0 +2 — -1 +2 +6 +6 +1 +3 +1 +3 -4 — — — — — — — — — — — — — — — — — — — — — 16 | Results from the 2006 Federal Human Capital Survey Table 6. Decision Aid (continued) % Positive Comparisons to: 2004 Private G’wide Positive Negative Average Rating Sector 2006 AID % 37. In my organization, leaders generate high levels of motivation and commitment in the workforce. 38. My organization’s leaders maintain high standards of honesty and integrity. 39. Managers communicate the goals and priorities of the organization. 40. Managers review and evaluate the organization’s progress toward meeting its goals and objectives. 41. Employees are protected from health and safety hazards on the job. 42. My organization has prepared employees for potential security threats. 43. Complaints, disputes or grievances are resolved fairly in my work unit. 44. Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated. 45. Prohibited Personnel Practices (for example, illegally discriminating for or against any employee/applicant, obstructing a person’s right to compete for employment, knowingly violating veterans’ preference requirements) are not tolerated. 46. I can disclose a suspected violation of any law, rule or regulation without fear of reprisal. 47. Supervisors/team leaders provide employees with constructive suggestions to improve their job performance. 48. Supervisors/team leaders in my work unit support employee development. 49. Employees have electronic access to learning and training programs readily available at their desk. 50. My training needs are assessed. 51. Managers promote communication among different work units (for example, about projects, goals, needed resources). 52. Employees in my work unit share job knowledge with each other. 53. Employees use information technology (for example, intranet, shared networks) to perform work. *54. How satisfied are you with your involvement in decisions that affect your work? *55. How satisfied are you with the information you receive from management on what’s going on in your organization? Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). 32 52 58 55 72 75 43 47 36 17 19 15 8 9 15 22 -6 +3 0 -1 -3 +2 +4 +2 -5 +3 -7 -9 +3 -3 +4 +3 — — — — — — — — 63 10 +4 +3 — 50 61 70 82 41 56 72 92 58 48 17 17 14 6 36 19 13 3 22 31 +2 +3 +6 +7 -10 +3 -2 +6 +4 +1 +2 +4 +1 +10 +7 -2 0 +2 +2 -5 — — — — — — — — +4 -12 U.S. Office of Personnel Management | 17 Table 6. Decision Aid (continued) % Positive Comparisons to: 2004 Private G’wide Positive Negative Average Rating Sector 2006 AID % *56. How satisfied are you with the recognition you receive for doing a good job? *57. How satisfied are you with the policies and practices of your senior leaders? *58. How satisfied are you with your opportunity to get a better job in your organization? *59. How satisfied are you with the training you receive for your present job? 60. Considering everything, how satisfied are you with your job? *61. Considering everything, how satisfied are you with your pay? 62. Considering everything, how satisfied are you with your organization? 63. How satisfied are you with retirement benefits? † 64. How satisfied are you with health insurance benefits? † 65. How satisfied are you with life insurance benefits? † 66. How satisfied are you with long term care insurance? † 67. How satisfied are you with the flexible spending account (FSA) program? † 68. How satisfied are you with paid vacation time? 69. How satisfied are you with paid leave for illness (for example, personal), including family care situations (for example, childbirth/adoption or elder care)? 70. How satisfied are you with child care subsidies? † 71. How satisfied are you with work/life programs (for example, health and wellness, employee assistance, elder care, and support groups)? † 72. How satisfied are you with telework/telecommuting? † 73. How satisfied are you with alternative work schedules? † 55 38 41 48 69 65 55 70 72 64 37 36 87 83 8 23 30 61 22 33 31 26 16 16 23 9 12 8 6 3 5 7 6 5 17 10 +6 -3 +5 -6 +1 +4 -1 +9 +14 +4 +7 +4 -1 -3 0 -5 +8 +12 +3 -2 +1 -1 +3 +1 -4 -1 +6 +3 -1 +8 +2 +2 -4 -6 +4 +5 +3 — +1 -13 -2 — -8 — — — — — — — — — — — Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). † OPM added a “No Basis to Judge” response option on these benefit items in 2006. If you want to examine your results only for employees who did not mark “No Basis to Judge”, refer to your agency FHCS Website to view results for all response options on these items. 18 | Results from the 2006 Federal Human Capital Survey Action Planning This is a wonderful opportunity to make a difference to improve both your agency and the entire Federal workforce. The overall goal for working with your agency results is to determine what you can do to continually improve how your agency manages its workforce. Continuous improvement means constantly adapting. It requires making change, monitoring progress, and evaluating the impact on your human capital management challenges. The following simple steps guide you through using your survey results to help your agency meet its strategic human capital management goals. Look at your results vis à vis your Strategic Human Capital Plan ( Identify tactical issues (focused on a particular, timely issue) and strategic issues (broader issues but linked to organizational goals). Both are important—addressing some issues will provide short-term visible results, and others will require long-term change to meet strategic goals. ( Use your managerial judgment to identify action targets. What does your agency’s management team think are the most important human capital areas to address? What survey items are related to the agency’s strategic goals? Reflect and Review – Thoroughly examine the results. Compare your agency’s results with Governmentwide results ( What areas are you performing well in— your agency’s strengths? ( Pay attention to items where a large percentage (i.e., 30 percent or more) of people gave a neutral response or items with relatively larger “Do Not Know” responses. If many people chose either the neutral response or “Do Not Know” as an option, it may be an area worth investigating. Employees may need more information about this area. ( What areas are you facing difficulties in—your agency’s challenges? Compare your agency’s 2006 results with your 2004 and 2002 benchmarks ( Were actions taken since the last survey, or are new issues impacting the agency that may help explain the results? ( Look at your results by different employee segments (e.g., supervisory vs. non-supervisory employees, field vs. headquarters) to identify key issues for different groups. Refer to the FHCS Website for additional data analysis advice (https://fhcs2006.opm.gov). ( Are you seeing new improvements? ( Are there new areas needing improvement? ( In which areas do you continue to do well? Build on those strengths. U.S. Office of Personnel Management | 19 Plan, Discuss, and Decide ( Determine your priorities. ( Be sure to involve employee representatives in developing action plans. Provide Feedback ( Communicate both positive and negative results to employees. Share successes in making change. ( Develop integrated action plans with relevant managers; you may want to consider involving employees in developing action plans; consider the following factors in developing improvement actions: • Costs (time, money, people, resources) • Timeframes for implementation and followup • Who is responsible for the action ( Monitor and communicate progress and impacts. Work actions down and then results back up. ( Consider establishing a working group for continuous improvement monitoring. ( Show top-level support! Employees will only care if they believe top leadership cares. Use Organizational Resources ( Work with your OPM Human Capital Officer to make sure action plans are aligned with your agency Strategic Human Capital Plan. Your Human Capital Officer is available to answer questions related to the survey results as well. ( Consider supplementing the survey results with qualitative information from employee focus groups to determine the source of comparatively low ratings and generate action plans. ( Look at action items that: • can be solved in the short term—simply and quickly, with minimal effort; this will generate momentum for change and create quick success through fast, visible actions; • can be completed within the next 2 to 3 months; and • require greater effort and further understanding. ( Select some action items that can be solved simply and quickly. Quick successes will help people stay committed to implementing those actions that need more time. 20 | Results from the 2006 Federal Human Capital Survey Appendix A Item Results and Benchmarks Appendix A shows your agency’s positive, neutral, and negative scores on all of items in the 2006 Federal Human Capital Survey (FHCS), as well as the demographic responses. It also provides the following benchmark scores: ( Your agency rank on each item; the item rank is based on the 42 agencies that received a management report. (Note: Department of Defense was separated into Army, Army Corps of Engineers, Air Force, Navy, Marine Corps, and Other Defense for those item rankings.) ( The highest, median, and lowest positive scores (benchmarks) from among the results for each of the PMC agencies and the 12 small and independent agencies with 800 or more employees. The benchmark scores allow you to assess your relative ranking among the other 2006 FHCS agencies. The three Governmentwide scores for each item represent the agency that scored the highest for the item, the agency that scored the lowest, and the median score (the middle value among all 42 agency scores). If your agency had a positive rating of 86 percent for an item, and the benchmarks are 95 percent for high, 85 percent for median, and 75 percent for low, then you can conclude your agency is in the mid-range of agency scores for that item. Appendix A. Item Results and Benchmarks 2006 AID Percentages Positive Neutral Negative 2006 FHCS Benchmarks (% Positive) Rank High Median Low Personal Work Experiences 1. The people I work with cooperate to get the job done. *2. I am given a real opportunity to improve my skills in my organization. 3. I have enough information to do my job well. 4. I feel encouraged to come up with new and better ways of doing things. *5. My work gives me a feeling of personal accomplishment. *6. I like the kind of work I do. 7. I have trust and confidence in my supervisor. 8. I recommend my organization as a good place to work. *9. Overall, how good a job do you feel is being done by your immediate supervisor/team leader? 10. How would you rate the overall quality of work done by your work group? 87 65 72 69 76 83 69 61 72 85 6 16 16 15 12 10 16 20 16 12 7 19 12 17 12 7 16 18 12 3 9th 17th 25th 4th 10th 14th 8th 30th 7th 11th 95 78 83 76 85 89 76 81 78 91 85 64 73 61 73 82 65 64 68 84 77 45 60 42 62 76 50 38 53 75 Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. U.S. Office of Personnel Management | 21 Appendix A. Item Results and Benchmarks (continued) 2006 AID Percentages Positive Neutral Negative 2006 FHCS Benchmarks (% Positive) Rank High Median Low Recruitment, Development, and Retention 11. The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals. 12. My supervisor supports my need to balance work and family issues. 13. Supervisors/team leaders in my work unit provide employees with the opportunities to demonstrate their leadership skills. 14. My work unit is able to recruit people with the right skills. 15. The skill level in my work unit has improved in the past year. 16. I have sufficient resources (for example, people, materials, budget) to get my job done. *17. My workload is reasonable. *18. My talents are used well in the workplace. 19. I know how my work relates to the agency’s goals and priorities. 20. The work I do is important. 21. Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 66 82 71 53 52 40 52 63 85 89 62 18 9 16 21 25 17 15 14 10 7 13 15 7 12 24 18 41 32 21 5 4 24 38th 11th 4th 9th 12th 37th 38th 14th 13th 21st 39th 88 88 74 81 59 67 76 68 91 94 89 74 80 61 45 51 49 60 62 84 89 69 53 64 44 25 42 32 41 48 73 83 51 Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. 22 | Results from the 2006 Federal Human Capital Survey Appendix A. Item Results and Benchmarks (continued) 2006 AID Percentages Positive Neutral Negative 2006 FHCS Benchmarks (% Positive) Rank High Median Low Performance Culture 22. Promotions in my work unit are based on merit. 23. In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. *24. Employees have a feeling of personal empowerment with respect to work processes. 25. Employees are rewarded for providing high quality products and services to customers. 26. Creativity and innovation are rewarded. 27. Pay raises depend on how well employees perform their jobs. 28. Awards in my work unit depend on how well employees perform their jobs. 29. In my work unit, differences in performance are recognized in a meaningful way. 30. My performance appraisal is a fair reflection of my performance. 31. Discussions with my supervisor/team leader about my performance are worthwhile. 32. I am held accountable for achieving results. 33. Supervisors/team leaders in my work unit are committed to a workforce representative of all segments of society. 34. Policies and programs promote diversity in the workplace (for example, recruiting minorities and women, training in awareness of diversity issues, mentoring). 35. Managers/supervisors/team leaders work well with employees of different backgrounds. 45 32 49 51 46 26 49 37 77 64 81 64 58 72 23 22 26 23 28 29 24 29 12 18 13 21 23 14 28 38 22 23 24 40 22 29 10 17 6 11 14 12 10th 6th 7th 10th 9th 17th 11th 6th 2nd 3rd 16th 4th 16th 4th 54 44 59 67 61 47 56 43 78 66 89 68 78 76 38 29 43 48 41 25 42 31 65 58 81 55 57 64 22 22 28 25 25 13 27 19 52 46 68 43 46 53 Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. U.S. Office of Personnel Management | 23 Appendix A. Item Results and Benchmarks (continued) 2006 AID Percentages Positive Neutral Negative 2006 FHCS Benchmarks (% Positive) Rank High Median Low Leadership *36. I have a high level of respect for my organization’s senior leaders. 37. In my organization, leaders generate high levels of motivation and commitment in the workforce. 38. My organization’s leaders maintain high standards of honesty and integrity. 39. Managers communicate the goals and priorities of the organization. 40. Managers review and evaluate the organization’s progress toward meeting its goals and objectives. 41. Employees are protected from health and safety hazards on the job. 42. My organization has prepared employees for potential security threats. 43. Complaints, disputes or grievances are resolved fairly in my work unit. 44. Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated. 45. Prohibited Personnel Practices (for example, illegally discriminating for or against any employee/applicant, obstructing a person’s right to compete for employment, knowingly violating veterans’ preference requirements) are not tolerated. 46. I can disclose a suspected violation of any law, rule or regulation without fear of reprisal. 45 32 52 58 55 72 75 43 47 27 31 26 23 26 17 15 27 24 28 36 17 19 15 8 9 15 22 29th 34th 14th 23rd 30th 26th 15th 7th 13th 67 53 65 73 72 91 87 48 58 50 38 49 60 58 77 73 38 46 33 22 29 36 31 52 50 28 31 63 17 10 8th 72 59 42 50 23 17 9th 63 46 29 Learning (Knowledge Management) 47. Supervisors/team leaders provide employees with constructive suggestions to improve their job performance. 48. Supervisors/team leaders in my work unit support employee development. 49. Employees have electronic access to learning and training programs readily available at their desk. 50. My training needs are assessed. 51. Managers promote communication among different work units (for example, about projects, goals, needed resources). 52. Employees in my work unit share job knowledge with each other. 53. Employees use information technology (for example, intranet, shared networks) to perform work. 61 70 82 41 56 72 92 22 15 9 22 23 14 5 17 14 6 36 19 13 3 16th 10th 6th 35th 13th 30th 9th 71 82 94 64 66 87 96 59 66 75 49 54 75 89 45 48 34 27 35 63 77 Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. 24 | Results from the 2006 Federal Human Capital Survey Appendix A. Item Results and Benchmarks (continued) 2006 AID Percentages Positive Neutral Negative 2006 FHCS Benchmarks (% Positive) Rank High Median Low Job Satisfaction *54. How satisfied are you with your involvement in decisions that affect your work? *55. How satisfied are you with the information you receive from management on what’s going on in your organization? *56. How satisfied are you with the recognition you receive for doing a good job? *57. How satisfied are you with the policies and practices of your senior leaders? *58. How satisfied are you with your opportunity to get a better job in your organization? *59. How satisfied are you with the training you receive for your present job? 60. Considering everything, how satisfied are you with your job? *61. Considering everything, how satisfied are you with your pay? 62. Considering everything, how satisfied are you with your organization? 58 48 55 38 41 48 69 65 55 19 21 23 29 28 26 16 18 22 22 31 22 33 31 26 16 16 23 9th 18th 8th 30th 7th 34th 14th 15th 26th 66 64 69 55 49 69 77 74 73 55 48 52 41 36 53 68 63 58 39 30 35 25 20 36 56 53 36 Satisfaction with Benefits 63. How satisfied are you with retirement benefits? 64. How satisfied are you with health insurance benefits? 65. How satisfied are you with life insurance benefits? 66. How satisfied are you with long term care insurance? 67. How satisfied are you with the flexible spending account (FSA) program? 68. How satisfied are you with paid vacation time? 69. How satisfied are you with paid leave for illness (for example, personal), including family care situations (for example, childbirth/adoption or elder care)? 70. How satisfied are you with child care subsidies? 71. How satisfied are you with work/life programs (for example, health and wellness, employee assistance, elder care, and support groups)? 72. How satisfied are you with telework/telecommuting? 73. How satisfied are you with alternative work schedules? 70 72 64 37 36 87 83 8 23 30 61 15 13 18 26 25 8 10 19 23 17 12 9 12 8 6 3 5 7 6 5 17 10 7th 6th 6th 4th 19th 30th 33rd 13th 31st 16th 18th 84 88 82 56 66 95 94 13 51 57 80 64 64 60 31 36 89 87 8 28 25 60 54 50 49 24 22 82 76 5 14 11 14 Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. U.S. Office of Personnel Management | 25 Appendix A. Demographic Characteristics 2006 AID Percentages 74. Where do you work? Headquarters Field 83 17 75. What is your supervisory status? Non-Supervisor Team Leader Supervisor Manager Executive 43 17 20 14 6 76. Are you: Male Female 46 54 77. Are you Hispanic or Latino? Yes No 5 95 78. Are you: White Black or African American Native Hawaiian or Other Pacific Islander Asian American Indian or Alaska Native Two or more races (Not Hispanic or Latino) 63 29 0 4 1 3 79. What is your age group? 25 and under 26-29 30-39 40-49 50-59 60 or older Note: All numbers in this table are based on the unweighted count of responses. Items included on the Annual Employee Survey are displayed in bold font. 0 2 14 30 42 11 26 | Results from the 2006 Federal Human Capital Survey Appendix A. Demographic Characteristics (continued) 2006 AID Percentages 80. What is your pay category/grade? Federal Wage System (for example, WB, WD, WG, WL, WM, WS, WY) GS 1-6 GS 7-12 GS 13-15 Senior Executive Service Senior Level (SL) or Scientific or Professional (ST) Other 0 1 22 59 5 0 13 81. How long have you been with the Federal Government (excluding military service)? Less than 1 year 1 to 3 years 4 to 5 years 6 to 10 years 11 to 20 years More than 20 years 1 6 7 13 30 43 82. How long have you been with your current agency (for example, Department of Justice, Environmental Protection Agency)? Less than 1 year 1 to 3 years 4 to 5 years 6 to 10 years 11 to 20 years More than 20 years 2 14 12 15 32 25 83. Are you considering leaving your organization within the next year, and if so, why? No Yes, to retire Yes, to take another job within the Federal Government Yes, to take another job outside the Federal Government Yes, other 66 8 16 6 4 5 17 14 63 84. I am planning to retire: Within one year Between one and three years Between three and five years Five or more years Note: All numbers in this table are based on the unweighted count of responses. U.S. Office of Personnel Management | 27 Appendix B Trend Analysis: 2002 vs. 2004 vs. 2006 Results This set of trend analysis tables displays your agency’s positive results for each item for all three years of the survey administration. Only the items that were included in all three years - the 2002, 2004, and 2006 Federal Human Capital Survey (FHCS) - are displayed. The last column of the table indicates whether or not there were significant increases, decreases, or no changes in positive ratings from 2002 to 2004 (the first arrow in the pair) and from 2004 to 2006 (the second arrow). Arrows slanting up indicate a statistically significant increase, and arrows slanting down indicate a statistically significant decrease. Horizontal arrows indicate the change was not statistically significant. For example, symbols “÷ indicate there was no significant change in positive ratings from 2002 to 2004, but there was a significant increase in positive ratings from 2004 to 2006. Appendix B. Trend Analysis Percent Positive 2002 2004 2006 Significant Trends 1. The people I work with cooperate to get the job done. *2. I am given a real opportunity to improve my skills in my organization. 3. I have enough information to do my job well. 4. I feel encouraged to come up with new and better ways of doing things. *5. My work gives me a feeling of personal accomplishment. *6. I like the kind of work I do. 8. I recommend my organization as a good place to work. *9. Overall, how good a job do you feel is being done by your immediate supervisor/team leader? 10. How would you rate the overall quality of work done by your work group? Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. 79 50 72 56 70 79 51 67 81 86 63 75 64 74 82 60 68 84 87 65 72 69 76 83 61 72 85 ÷“ ÷“ ““ ÷÷ ““ ““ ÷“ “÷ ““ 28 | Results from the 2006 Federal Human Capital Survey Appendix B. Trend Analysis (continued) Appendix B Percent Positive 2002 2004 2006 Significant Trends 11. The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals. 12. My supervisor supports my need to balance work and family issues. 13. Supervisors/team leaders in my work unit provide employees with the opportunities to demonstrate their leadership skills. 14. My work unit is able to recruit people with the right skills. 15. The skill level in my work unit has improved in the past year. 16. I have sufficient resources (for example, people, materials, budget) to get my job done. *17. My workload is reasonable. *18. My talents are used well in the workplace. 19. I know how my work relates to the agency’s goals and priorities. 20. The work I do is important. 21. Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 22. Promotions in my work unit are based on merit. 23. In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. *24. Employees have a feeling of personal empowerment with respect to work processes. 25. Employees are rewarded for providing high quality products and services to customers. 26. Creativity and innovation are rewarded. 28. Awards in my work unit depend on how well employees perform their jobs. 30. My performance appraisal is a fair reflection of my performance. Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. 59 80 60 43 52 44 56 59 91 91 46 41 24 35 42 40 49 71 65 80 67 53 54 45 52 63 87 87 54 35 28 48 51 44 50 71 66 82 71 53 52 40 52 63 85 89 62 45 32 49 51 46 49 77 ÷“ ““ ÷÷ ÷“ ““ “ÿ ““ ““ ÿ“ ÿ“ ÷÷ ÿ÷ “÷ ÷“ ÷“ ““ ““ “÷ U.S. Office of Personnel Management | 29 Appendix B. Trend Analysis (continued) Percent Positive 2002 2004 2006 Significant Trends 31. Discussions with my supervisor/team leader about my performance are worthwhile. 32. I am held accountable for achieving results. 33. Supervisors/team leaders in my work unit are committed to a workforce representative of all segments of society. 34. Policies and programs promote diversity in the workplace (for example, recruiting minorities and women, training in awareness of diversity issues, mentoring). 35. Managers/supervisors/team leaders work well with employees of different backgrounds. 37. In my organization, leaders generate high levels of motivation and commitment in the workforce. 38. My organization’s leaders maintain high standards of honesty and integrity. 40. Managers review and evaluate the organization’s progress toward meeting its goals and objectives. 43. Complaints, disputes or grievances are resolved fairly in my work unit. 44. Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated. 46. I can disclose a suspected violation of any law, rule or regulation without fear of reprisal. 48. Supervisors/team leaders in my work unit support employee development. 49. Employees have electronic access to learning and training programs readily available at their desk. 50. My training needs are assessed. 51. Managers promote communication among different work units (for example, about projects, goals, needed resources). 52. Employees in my work unit share job knowledge with each other. *54. How satisfied are you with your involvement in decisions that affect your work? *55. How satisfied are you with the information you receive from management on what’s going on in your organization? *56. How satisfied are you with the recognition you receive for doing a good job? Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. 62 77 61 61 65 33 51 68 43 46 56 61 37 29 48 70 55 47 43 58 80 61 57 69 37 49 64 39 44 48 69 72 34 58 72 56 53 52 64 81 64 58 72 32 52 55 43 47 50 70 82 41 56 72 58 48 55 “÷ ““ ““ ““ ““ “ÿ ““ “ÿ “÷ ““ ÿ“ ÷“ ÷÷ “÷ ÷“ ““ ““ ÷ÿ ÷“ 30 | Results from the 2006 Federal Human Capital Survey Appendix B. Trend Analysis (continued) Percent Positive 2002 2004 2006 Significant Trends *58. How satisfied are you with your opportunity to get a better job in your organization? *59. How satisfied are you with the training you receive for your present job? 60. Considering everything, how satisfied are you with your job? *61. Considering everything, how satisfied are you with your pay? 62. Considering everything, how satisfied are you with your organization? 63. How satisfied are you with retirement benefits? 64. How satisfied are you with health insurance benefits? 65. How satisfied are you with life insurance benefits? 66. How satisfied are you with long term care insurance? 68. How satisfied are you with paid vacation time? 70. How satisfied are you with child care subsidies? 72. How satisfied are you with telework/telecommuting? 73. How satisfied are you with alternative work schedules? Note: Items highly related to satisfaction and intent to leave are noted by an asterisk (*). Items included on the Annual Employee Survey are displayed in bold font. 33 40 66 64 50 73 65 53 20 88 7 19 60 40 49 66 64 59 71 66 61 38 85 12 26 56 41 48 69 65 55 70 72 64 37 87 8 30 61 ÷“ ÷“ ““ ““ ÷“ ““ “÷ ÷“ ÷“ “÷ ÷ÿ ÷÷ “÷ U.S. Office of Personnel Management | 31 Appendix C 2006 Federal Human Capital Survey: Survey Methodology The Office of Personnel Management (OPM) conducted the 2006 Federal Human Capital Survey (FHCS) to collect data on Federal employees’ perceptions about how effectively agencies are managing their workforces. The FHCS is a tool that measures employees’ perceptions of whether, and to what extent, conditions that characterize successful organizations are present in their agencies. This survey was administered for the first time in 2002 and then again in 2004 and 2006. The survey provides general indicators of how well the Federal Government is running its human resources management systems, serves as a tool for OPM to assess individual agencies and their progress toward “green” status on Strategic Management of Human Capital under the President’s Management Agenda, and gives senior managers critical information to answer the question: What can I do to make my agency work better? OPM and agency managers will use the findings to develop policies and action plans for improving agency performance. The Sample The 2006 FHCS was administered to full-time, permanent employees from the agencies represented on the President’s Management Council. Small and independent agencies were offered the opportunity to participate in the survey. Fifty-nine of the small and independent agencies chose to administer the survey. The sample was designed to ensure representative survey results would be reported by agency/subagency and supervisory status (i.e., non-supervisors, supervisors, and executives) as well as for the overall Federal workforce. Sample type. The sample was a probability sample; that is, each employee in the target population had a known, non-zero probability of selection. Probability sampling is a prerequisite to generalizing from survey respondents to the survey population. Sampling frame. The sampling frame was the lists of employees from all agencies participating in the survey. Employees were grouped into 875 sample subgroups corresponding to agency, subagency, and supervisory status reporting requirements. A total of 436,020 employees were randomly selected to participate in the survey. In 11 agencies, at the agency’s request, all fulltime, permanent employees were invited to participate. The Survey The 84-item survey included 11 demographic questions and 73 items that measured Federal employees’ perceptions about how effectively agencies manage their workforces. The 84 items in the questionnaire are grouped into eight topic areas respondents see as they proceed through the survey: Personal Work Experiences; Recruitment, Development, and Retention; Performance Culture; Leadership; Learning (Knowledge Management); Job Satisfaction; Satisfaction with Benefits; and Demographics. There are 71 items in common between the 2006 and 2004 FHCS and 59 items in common between the 2006 and 2002 FHCS. 32 | Results from the 2006 Federal Human Capital Survey Data Collection Mode/Method. The 2006 FHCS was a selfadministered Web survey. OPM distributed paper versions of the survey to components of agenices that did not have electronic access. Response Rate. Of the 390,657 employees receiving surveys, 221,479 completed the survey, for a Governmentwide response rate of 57 percent. Reported Data The percentages presented throughout the report are weighted data that are representative of the survey population of Federal employees and your agency’s employees. Appropriate domain weights were applied to the answers of each respondent. This process did not change any answers; rather, it gave accurate relative importance to a respondent’s answers, adjusting for over- and under-represented groups of respondents. Data Weighting Data collected from 2006 FHCS respondents were weighted to produce survey estimates that accurately represent the survey population. Unweighted data are likely to produce biased estimates of population results. The weights developed for the 2006 FHCS take into account the variable probabilities of selection across the sample domains, nonresponse, and known demographic characteristics of the survey population. Thus, the final data set reflects the agency composition and demographic makeup of the Federal workforce and the agencies. U.S. Office of Personnel Management | 33 United States Office of Personnel Management 1900 E Street, NW Washington, DC 20415 202-606-1000 www.opm.gov